In Monthly Book Selection on December 29, 2014 at 9:50 am
The guru to the gurus at last shares his knowledge with the rest of us. Nobel laureate Daniel Kahneman’s seminal studies in behavioral psychology, behavioral economics, and happiness studies have influenced numerous other authors, including Steven Pinker and Malcolm Gladwell. In Thinking, Fast and Slow, Kahneman at last offers his own, first book for the general public. It is a lucid and enlightening summary of his life’s work. It will change the way you think about thinking.
Two systems drive the way we think and make choices, Kahneman explains: System One is fast, intuitive, and emotional; System Two is slower, more deliberative, and more logical. Examining how both systems function within the mind, Kahneman exposes the extraordinary capabilities as well as the biases of fast thinking and the pervasive influence of intuitive impressions on our thoughts and our choices. Engaging the reader in a lively conversation about how we think, he shows where we can trust our intuitions and how we can tap into the benefits of slow thinking, contrasting the two-system view of the mind with the standard model of the rational economic agent.
Kahneman’s singularly influential work has transformed cognitive psychology and launched the new fields of behavioral economics and happiness studies. In this path-breaking book, Kahneman shows how the mind works, and offers practical and enlightening insights into how choices are made in both our business and personal lives–and how we can guard against the mental glitches that often get us into trouble.
In Monthly Book Selection on December 29, 2014 at 9:30 am
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.
This book introduces the idea of design thinking, the collaborative process by which the designer”s sensibilities and methods are employed to match people”s needs not only with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It”s a human-centered approach to problem solving that helps people and organizations become more innovative and more creative.
Design thinking is not just applicable to so-called creative industries or people who work in the design field. It”s a methodology that has been used by organizations such as Kaiser Permanente to icnrease the quality of patient care by re-examining the ways that their nurses manage shift change, or Kraft to rethink supply chain management. This is not a book by designers for designers; this is a book for creative leaders seeking to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.
In Monthly Book Selection on December 29, 2014 at 9:07 am
In Tragedy in the Commons, Alison Loat and Michael MacMillan, founders of the non-partisan think tank Samara, draw on an astonishing eighty exit interviews with former Members of Parliament from across the political spectrum to unearth surprising observations about the practice of politics in Canada.
Though Canada is at the top of international rankings of democracies, Canadians themselves increasingly don’t see politics as a way to solve society’s problems. Small wonder. In the news, they see grandstanding in the House of Commons and MPs pursuing agendas that don’t always make sense to the people who elected them.
But elected officials make critical choices about how this wildly diverse country functions today and how it will thrive in the future. They direct billions of dollars in public funding and craft the laws that have allowed Canada to lead the way internationally. Even with so much at stake, citizens—voters—are turning away. How did one of the world’s most functional democracies go so very wrong?
In Tragedy in the Commons, MPs describe arriving at their political careers almost by accident; few say they aspired to be in politics before it “happened” to them. In addition, almost without fail, each MP describes the tremendous influence of their political party: from the manipulation of the nomination process to enforced voting in the House and in committees, the unseen hand of the party dominates every aspect of the MP’s existence.
Loat and MacMillan ask: Just what do we want Members of Parliament to be doing? To whom are they accountable? And should parties be trusted with the enormous power they wield with such little oversight or citizen involvement?
With unprecedented access to the perspective and experience of Canada’s public leaders, Tragedy in the Commons concludes by offering solutions for improving the way politics works in Canada, and how all Canadians can reinvigorate a democracy that has lost its way, its purpose and the support of the public it is meant to serve.